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  • 1. LEADERSHIP AND LEADERS
  • 2.
    • Great Leaders
    • Live with integrity, lead by example
    • develop a winning strategy or “big idea”
    • build a great management team
    • inspire employees to greatness
    • create a flexible, responsive organization
    • use reinforcing management systems
    In Search of Leadership (article by Reingold)
  • 3.
    • Great Leaders
    • passionate about what they do
    • love to talk about it
    • high energy
    • clarity of thinking
    • communicate to diverse audience
    • work through people ( empowering )
    In Search of Leadership (article by Reingold)
  • 4. LEADERSHIP The Trust Factor in Leadership
    • Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader?
    • Question: Which is more important, our actions or our words?
    • Question: How concerned should we be about others?
    • Recommendation: Being trustworthy is good!!!
    Leadership
  • 5. LEADERSHIP The Trust Factor in Leadership
    • Question: What is the role of competence for a leader?
    • Question: What is the role of open communication for a leader?
    • Question: How does formalization in an organization undermine trust?
    • Recommendation: Learning to trust others is also good!!!
    Leadership
  • 6.
    • Management keeps an organization running
    • Leadership involves getting things started
    • Leadership involves facilitating change
    Post Heroic Leadership (article by Huey)
  • 7.
    • Future Leaders….
      • Develop/communicate what company is trying to accomplish
      • Create environment where employees can figure out what needs to be done AND then do it well.
    Post Heroic Leadership
    • 95% of American managers say the right thing.
    • 5% of American managers do the right thing.
    • When companies derive their advantage from intellectual capital, old management styles (carrots and sticks) are not sufficient.
  • 8.
    • CORE VALUES
    • Fairness
    • Commitment
    • Freedom
    • Water Line
    Post Heroic Leadership (article by Huey)
  • 9. Leaders vs. Managers
    • LEADERS:
      • innovate
      • focus on people
      • inspire trust
      • have a long-range view
      • ask what and why
      • have eyes on horizon
      • originate
      • challenge status quo
      • do the right thing
    • MANAGERS:
      • administrate
      • focus on systems and structures
      • rely on control
      • have a short-range view
      • ask how and when
      • have eyes on bottom line
      • initiate
      • accept status quo
      • do things right
  • 10. LEADERSHIP - Marks of a Great Leader
    • QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS?
    • servicing and sacrificing
    • initiating and risk taking
    • needing no credit
    • empowering others
    • clarifying values
    LEADERSHIP
  • 11. There Are Only Five Ways to Lead (Article by Farkas and De Becker)
    • Strategic Approach
    • Human Assets Approach
    • Expertise Approach
    • Box Approach
    • Change Approach
  • 12. LEADERSHIP Resistance to Empowerment (Article by Williams)
    • QUESTION: Why do managers resist change?
    • QUESTION: Why do managers resist suggestions?
    • QUESTION: Why are managers afraid to empower their subordinates?
    • Recommendation: Don’t leave this class thinking that you have cornered the market for good ideas
    • Recommendation: Learn to recognize your strengths and weaknesses and those of others
    • Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members
  • 13. LEADERSHIP - Empowerment
    • Empowerment Strategies
      • Avoid competition for power, status, recognition
      • Delegate
      • Create and communicate a vision
      • Insist that others diligently work to achieve meaningful goals
      • Help others believe in their own worth and potential
      • Create a culture in which fear and intimidation are replaced by trust
      • Demonstrate a willingness to be supportive of others
  • 14. EMPOWERMENT
    • Places responsibility for spotting/solving problems on employees.
    • Requires leaders to ask for suggestions AND lets employees make decisions.
    • Is easiest to implement in smaller, less bureaucratic organizations.
    Empowerment ....
  • 15. LEADERSHIP Develop Ownership
    • There are always at least two owners of responsibility.
    • Empowerers ask questions, organize data to confront people with reality, bring customers and performers together.
    • Empowerers insist on tough standards.
    • Empowerers support and coach.
    • Conversations are the grist for the leader’s mill.
  • 16. LEADERSHIP Develop Ownership
    • continued…
    • You can lead a horse to water, but you can’t make him drink.
    • If you want the horse to drink, make sure the horse is thirsty.
    • Head buffalo lock the barn door after the horse is stolen.
    • Lead geese make certain nothing is ever stolen.
  • 17. LEADERSHIP - Empowerment
    • Continued….
    • Recommendation: Learn to encourage and make full use of your talents and the talents of others.
  • 18. LEADERSHIP - The Magic of Vision
    • Vision sees what must be tomorrow , beyond what is today
    • Customers help you see the vision
    • Vision inspires
    • Vision is clarity
    • Vision is a worthy commitment
    • Vision generates supportive actions
  • 19. LEADERSHIP - How Vision Works
    • The right vision attracts commitment and energizes people.
    • The right vision creates meaning in workers’ lives.
    • The right vision establishes a standard of excellence .
    • The right vision bridges the present and the future.
  • 20. LEADERSHIP How You Know You Need a Vision
    • Is there evidence of confusion about purpose?
    • Do employees complain about insufficient challenge?
    • Do employees say they are not having fun any more?
    • Is the organization losing market share or reputation for innovation?
    • Are there signs of declines of pride in your organization?
    • Is there excessive risk avoidance?
    • Is there an absence of sharing?
    • Is there a strong rumor mill?
  • 21. LEADERSHIP Customer Focus
    • What do customers really buy ?
    • Leaders focus on customers - and so does everyone else.
    • Leaders focus on partnering , not selling.
    • Leaders begin with the customer’s needs and wants .
    • Solving problems spurs partnerships.
  • 22. LEADERSHIP Great Performance
    • Is this the best you can do ?
    • Remember, its leadership, not status quo-ship.
    • Thinking incrementally moves you forward from today.
    • Thinking strategically leads backward from the future.
    • How many bugs is one too many?
    • Begin with the end in mind.
  • 23. LEADERSHIP Create Value-Added Strategies
    • Stay close to the customer.
    • The tough strategic question: “What do I do?”
    • Value is solving the customers’ problems.
    • Value is doing better than anyone else.
    • Value-added strategies solve the problems that drive purchasing decisions.
    • Leaders learn how to focus themselves and everyone else on solving the customers’ problems.
  • 24. Some Managers are More Than Bosses - They’re Leaders, Too (Horowitz)
    • There is no one leader personality
      • they do inspire others to take risks
      • they do inspire others to do more than they thought possible
      • they set steep goals
      • they instill in others that both failure and success are allowed
  • 25.
    • Look for the personal touch
    • Screen your questioners
    • Scan some Web sites
    • Hang out and schmooze
    • Probe past responses to personal emergencies
    Spotting Bad Bosses (article by Shellenbarger)
  • 26. LEADERSHIP: Remove Obstacles
    • Systems send powerful messages.
      • Performance management systems
      • Reward systems
      • Information systems
    • Structures send powerful messages.
      • Decentralize decision making to the point of customer contact
      • Cross-functional teams
      • Simplified processes and procedures
      • Focus on one customer, one product, one product/market combination
  • 27. SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY
    • Set high expectations
    • Communicate constantly
    • Empower, Empower, Empower
    • Invest in their financial security
    • Recognize people as often as possible
    • Counsel people on their career
    • Educate them
  • 28. LEADERSHIP - Marks of a Great Leader
    • Recommendation:
    • You may never become a leader like the President of the United States or the CEO of a Fortune 500 firm, but these are all good qualities to have and to practice.
    LEADERSHIP
  • 29.
    • A leader is only as effective as the team
    • Outperform peers
    • Make excellence a habit
    • Be willing to try new approaches
    • Focus on what you need to do
    Spotting Gold Talent (article by Hymowitz)
  • 30. Chapter #10 - Understanding Employee Motivation and Leadership
    • Theories of employee motivation
      • Theory X, Y
      • Two-factor Theory
      • Equity
      • Maslow
      • Expectancy Theory
      • Goal Setting Theory
    • Reinforcement
    • Participative management / Empowerment
    • Job enrichment / Job design
    • Leadership